2016年6月p3独立录制-讲义00introduction

Assessment

methodsExaminer:

Steve

SkidmoreThe

examination

is

a

three

hour

p r

plus

15

minutes

readingtime.

Section

A

is

compulsory,it

will

contain

mostlydiscursiveelements

and

all

questions

are

likely

to

adopt

a

scenario/casestudy

approach.

Some

tative ysis

may

be

required.Format

of

the

p

rFormat

of

the

ExamMarksSection

AOne

question

with

several

parts

based

onabusiness

scenario.Strategic ysis

and

implementationrelevant

to

the

scenario50Section

BTwo

questions

from

three

across

the

wholesyllabus2525100Overview

of

the

p

rThis

p r

coverstwo

key

areas:The

external

factors

affecting

an anisation

(customers,competitors,

laws

etc.)Internal

issues

within anisations

(aims,

processes,

resourcesetc.)Overview

of

the

p

rr

are

set

outThe

relationship

between

the

key

topics

in

this

pin

the

diagrambelow:Overview

of

the

p

rP3

is

a

very

practical

exam.

You

will

be

testedon

your

ability

toyse

and

solve

problems

not

your

knowledge

of

theories.

Youmust

not

only

know

the

theories,

but

be

able

to

use

them

in

specificscenarios.学习方法

–P3532法则极差极好学习态度5050*70%=3550*85%=42.5多看>=2道题3030*50%=1530*65%=19.5多看1-2道题2020*10%=220*25%=5知道/看看/1道题total5267听课提示关于知识模块的“废话”？？知识？实战？应试？鸡汤？学习资料？不是练习册啊？讲义的答案是MJ’s

Answer!还需不需要做？关于做题量的多少——“刷题”？？学习方法

–

差异巨大的P3P3需要背诵么？为什么有些人说P3考了两次还没有过？为什么有些人说P3听了下复习串讲就过了？学习方法原则：P1

英语写作要求高，淡化背诵，多看、多看、多看！！P3

英语阅读要求高，写作要求低，不用背诵，听课脑洞

大开，应试一切以

为准，

为准，为准！！P1&P3：具体执行：认识自己，恰当付出!你是谁？——结论本身特征必挂/必过的学习情况最牛？正常？英语阅读速度OK，看到冗长的答案多第一印象烦，但听完讲解觉得逻辑清晰！上课讲的题最好动手改自己版本的答案！课程结束后划得选做题全都要去看但可以只梳理框架和！偏差？英语阅读速度慢，看到冗长的

答案多就头疼，抓不住

逻辑！上课讲的题一定要自己动手改自己版本的答案！课程结束后划得选做题全都要去看而且要写出自己的答案！What

isstrategy?What

is

strategy?According

to

Johnson,

Scholes

&

Whittington

(“JSW”)

strategy

is:“the

direction

and

scope

of

an anisation

over

the

long

term,which

achieves

advantage

in

a

changing

environment

through

itsconfiguration

of

resources

and

competences

with

the

aim

offulfilling

stakeholder

expectations.”What

is

strategy?So

strategy

is

concerned

with

the

following:Long-term

direction,

usually

several

yearsor

moreScope

–

deciding

what

the anisation

doesAchieving

advantage

over

competitorsDealing

with

external

changes

(the

environment)anisation

owns

or

does

well

(resources

&Exploiting

what

thecompetences)Understanding

what

stakeholders

want

and

delivering

resultsIt

can

be

summarised

as

the

way

an anisation

seeks

to

achieve

itsgoalsLevels

of

strategyStrategy

may

be

developed

at

three

levels

in

an

anisation:Corporate

strategy

deals

with

the

overall

purpose

and

scope

ofan anisation

and

how

to

add

value

to

the

differentparts(business

units)

ofan

anisationBusiness-level

strategy

is

about

how

to

competesuccessfully

inparticular

marketsc) Operational

strategies

are

about

ho

rts

of

ananisationsuch

as

marketing,

finance

or

IT

support

the

overall

strategyThe

strategy

lensesThe

following

approaches

to

strategy

are

used

byachieve

their

goals:anisations

toThe

“Lens”

of

DESIGNThis

sees

strategy

as

a

rational,

top-down

process

by

which

seniormanagers yse

information

to

establish

a

clear

course

of

action.One

popular

approach

to

strategy

as

design

is

the

“rational

planningmodel”The

strategy

lensesThe

strategy

lensesThe

“Lens”

of

EXPERIENCEThis

sees

strategy

as

based

on

what

has

worked

in

the

past.Strategies

will

be

heavily

influenced

by

the

anisation’sexperience

and

assumptions

and

may

consist

of

“trial

and

error”.Differencesof

view

tend

to

be

resolved

by

negotiationandbargaining.The

strategy

lensesThe

“Lens”

of

IDEASThis

approach

emphasises

innovation

and

diversity

of

ideas.

Theaim

is

for

lots

of

new

ideas

to

emerge

and

the

best

ones

get

adopted.anisations

practicing

this

need

to

balance

encouraging

ideas

andcreativity

with

maintaining

control

of

some

sortOtherstrategic

conceptsMintzberg’s

Theory

of

“Crafting

Emergent

Strategies”This

involves

the

formulation

of

a

plan

but

includes

the

abilityto

flex

the

plan

by

crafting

into

existing

operations

newlyemerging

opportunities

which

were

not

identified

at

theplanning

stage

and

crafting

out

intentions

which

have

eredundant.This

approach

recognises

that,

as

well

as

being

delibera

yplanned,

strategies

can

“emerge”

from

factors

such

ascustomer

requests

or

process

changes.

It

also

recognises

thatintended

strategies

may

not

always

be

successful.Otherstrategic

conceptsOth